Happy-Performing Managers

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Happy-Performing Managers

The Impact of Affective Wellbeing and Intrinsic Job Satisfaction in the Workplace

9781845421489 Edward Elgar Publishing
Peter J. Hosie, Central Queensland University, Peter P. Sevastos, formerly Lecturer, School of Psychology, Curtin University of Technology, Australia and Professor Sir Cary Cooper, Alliance Manchester Business School, University of Manchester, UK
Publication Date: 2006 ISBN: 978 1 84542 148 9 Extent: 480 pp
This book provides contemporary means to solve an age-old conundrum in management – do happy workers perform better? Decades of research and empirical evidence have been unable to establish a strong link between affective well-being, intrinsic job satisfaction and managers’ performance. A unique methodology, fresh empirical evidence and a definitive analysis of previous theory and research are employed to support the happy productive worker thesis.

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This book provides contemporary means to solve an age-old conundrum in management – do happy workers perform better? Decades of research and empirical evidence have been unable to establish a strong link between affective well-being, intrinsic job satisfaction and managers’ performance. A unique methodology, fresh empirical evidence and a definitive analysis of previous theory and research are employed to support the happy productive worker thesis.

The authors test a kindred idea – the ‘happy-performing managers’ proposition, using advanced statistical techniques. Performance is measured to a previously unachievable level. New empirical evidence is used to predict how affective wellbeing and intrinsic job satisfaction influences managers' contextual and task performance. These findings are argued to have significantly progressed our understanding of what underpins human performance at work.

The book prescribes how managers’ jobs might be changed to enhance or avoid a decline in happiness because managers’ performance is impacting as never before on organisational productivity and the economic prosperity of nation-states. Extraordinary shifts in the global corporate environment mean managers’ ‘personal troubles’ have now become ‘public concerns’. An emerging movement to Positive Organisational Scholarship is countering such forces by developing ways to create positive human and organisational wellbeing.

Happy-Performing Managers will be invaluable to academics, postgraduate students, human resource practitioners, executives and managers who are interested in gaining a deeper understanding of the factors that influence human performance in the workplace.
Critical Acclaim
‘The authors of this book [produced] a book in which the research evidence is clearly articulated (and original) and open to scrutiny. For this they should be commended. The authors should also be commended for their review of the literature – it is comprehensive and balanced. They clearly describe the emotions literature and provide structure to what can be a confusing morass of information. The literature review in this area is both current and appropriate. Hosie, Sevastos, and Cooper also provide a good critical review of the literature in the area of managers’ roles and managerial performance. Again, these chapters were extensive, well structured and up-to-date. . . a book that everyone will get something out of. . .’
– Peter J. Jordan, Personnel Review

‘Managerial research for too long has been concerned with negative work experiences. . . This volume places the critical role of positive emotions front and center as factors in job performance. This includes concepts such as flow, optimism, hope, community and citizenship.’
– From the foreword by Ronald J. Burke
Contents
Contents: Foreword by Ronald J. Burke Preface: Putting the Head Back on the Body Part I: The ‘Happy-Productive Worker’ Thesis 1. Introduction: Exploring the Links between Happiness, Job Satisfaction and Job Performance 2. Job-related Affective Wellbeing and Intrinsic Job Satisfaction 3. Managers’ Job Performance 4. Links between Affective Wellbeing, Intrinsic Job Satisfaction and Managers’ Job Performance Part II: Methodology, Measurement and Results 5. Research Methodology and Data Analysis Techniques 6. Measuring Managers’ Performance 7. Analysing the Relationship between Affective Wellbeing, Intrinsic Job Satisfaction and Performance Part III: Findings, Implications and Contribution to Organisational Theory and Management Practice 8. Conclusion: Surviving and Thriving in the Age of Surprises References Index
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